It is not uncommon for high‐level managers appointed from outside organizations to fail in their new assignments. This failure in taking charge, while common, has received little research attention. The taking‐charge process has been characterized by five phases: taking hold, immersion, reshaping, consolidation and refinement. Building on research on how managers build relationships with their subordinates, describes a practical programme for facilitating the new manager transition. This programme is consistent with conditions supportive of effective team work and organizational learning.
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